Unilever uses a consumerism organisational strategy. This means it commits to satisfying customer needs in its demand markets. The company’s strategy involves managing a portfolio of brands (Jenkins, 2023). This portfolio includes items from food to personal care. Unilever incorporates this approach with a divisional structure. This structure groups its products into specific categories to focus on each segment’s consumers (Adams, 2022). Business Groups manage distinct product areas, like Beauty & Well-being, Home Care, and Nutrition. Each group drives its strategies according to the preferences and trends within each category. This targeted method helps teams develop innovations and marketing. Their work then targets specific customer desires. For example, the Nutrition division reformulated products to be healthier. It reduces salt and sugar, responding to consumer demand for wellness-oriented foods (CIPD, 2016; Gregory, 2024). Similarly, the Beauty & Personal Care strategy emphasises sustainable and inclusive products. This responds to customers seeking ethics and personalisation in their purchases. As former CEO Paul Polman facilitated, Unilever’s Sustainable Living Plan also linked customer needs to social values. The company created products that were environmentally friendly and community-beneficial. This matched ethically conscious consumers’ desires (CIPD, 2016; Faragher, 2023). Integrating sustainability has boosted customer trust and preference for Unilever’s brands.
Moreover, Unilever’s strategy invests in consumer insights and R&D, Which helps keep its products relevant to customer needs. Its local teams within divisions detect changes in tastes and habits (Gregory, 2024). For example, Unilever saw a growing need for plant-based foods. It then acquired and developed vegetarian and vegan product lines, such as The Vegetarian Butcher (Unilever PLC, 2025). This move served an emerging customer segment. During the COVID-19 pandemic, the company increased its production of hygiene products (Yang, 2023). It also offered smaller, affordable packaging in markets where consumers had financial difficulties (CIPD, 2016; Cheng, 2021; Woods, 2023). Country and category managers are self-sufficient in their strategies. This allows them to adjust products for local preferences. Unilever’s customer strategy also covers services. The company adopted e-commerce and direct-to-consumer channels. Modern customers value convenience and online engagement. Unilever ensures an omnichannel presence. It uses digital marketing to target different groups. Therefore, Unilever meets customers “where they are,” fulfilling needs for product functionality and shopping experience
References
Jenkins, M. (2023). Unilever’s new direction: Streamlined portfolio, leadership refreshes, power brand prioritization. [online] Consumer Goods Technology. Available at: https://consumergoods.com/unilevers-new-direction-streamlined-portfolio-leadership-refreshes-power-brand-prioritization. Adams, P. (2022). Unilever realigns focus on product categories amid claims it’s lost its way. [online] Marketing Dive. Available at: https://www.marketingdive.com/news/unilever-realigns-focus-on-product-categories-amid-claims-its-lost-its-way/617654/ [Accessed 21 Jun. 2025]. Gregory, L. (2024). Unilever’s organizational culture of performance. [online] Panmore Institute. Available at: https://panmore.com/unilever-organizational-culture-of-performance. Faragher, J. (2023). CIPD good work index 2023: Workers less fulfilled and more stressed. [online] Personnel Today. Available at: https://www.personneltoday.com/hr/cipd-good-work-index-2023/. Unilever (2025). Engaging with stakeholders. [online] Unilever. Available at: https://www.unilever.com/sustainability/responsible-business/engaging-with-stakeholders/. Yang, D.-H. (2023). Financial and marketing performance of P&G and Unilever. BCP business & management, 46, pp.49–57. DOI: https://doi.org/10.54691/bcpbm.v46i.5076.
